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As I take time to reflect on my eight weeks of learning in course EDUC 6145 - 1, Project Management in Education & Training, and what I have learned and how it will affect my professional practice as I work on education and training projects, I must say that I have learned a lot. I was provided with lots of useful and informative resources to help me participate in discussion boards, application assignments, and course project assignments. The course project assignments had me working solo on my project, Instructional Design Project Plan. I had to select from one of the four case studies provided in week one, found in The ID Casebook: Case Studies in Instructional Design. I chose Case Study 25, "Davey Jones: Designing an Electronic Performance Support System.” I will use the knowledge I have gained in my future endeavors and hopefully make my students, work associates and myself a better person, instructor and instructional designer.
How would you characterize your attitude toward project management and the role it can play on ID projects? How, if at all, has your attitude changed throughout this course? My attitude toward project management and the role it can play on ID projects is “the person responsible for project management plans for the needs of a project then organizes and controls project resources as the project progresses. This person has one foot in the future (creating a plan), one foot in the past (learning from mistakes), and the rest of the body in the present (reacting to surprises). This role is that of the project manager.” (Russell. P. 3. 2000) “The project manager has a broad perspective; he or she watches the entire forest, not a specific tree. The project manager keeps track of the gap between planned and actual time, cost, scope, and quality.” (Russell. P. 3. 2000) The PM has a lot of responsibility not only with the start and finish of the project, but also keeping track of all his or her employees dedicated to this project. He / she needs to keep track of who is doing what and making sure all the parts/pieces are getting done according to the instructions set out in the beginning.
The beginning of an ID project entail planning, scheduling, controlling, and terminating. “An understanding of project management first requires a proper understanding of the general nature of a project and its characteristics.” (Lin. 2006) Since my background is Programming and Web Designing, I understand what it means to plan, schedule, control, and terminate a project. Everything must work together and fall into place. If there is one loose nut, everything will fall and back to the beginning you go. Everything relies on the piece before. There is a sequence and everyone must follow in order for success of the project.
How do you see project management blending with the instructional design process? How does it apply to the ID context? The field of instructional design, the ID process, or the issues and challenges an instructional designer faces on a daily basis according to chapter 15 in the textbook, “a training program in industry requires an infrastructure to implement and deliver instruction.” (Morrison, Ross, Kalman, Kemp, 2011, p. 417) As stated in “The Professional Designer”, “Instruction is a significant component of the work of many other organizations such as religious institutions, the military, and government agencies.” (Cennamo, K., & Kalk, D. 2005) In the transcript, Stories from the Field, J. Ana Donaldson, Ed.D. states, “Things are constantly changing, the technology is - every day is evolving. We're now going into the world of social networking and the web numbers are just starting to grow for us. And I think the field, it's wherever you want to take it, and we're really going into uncharted territories.” (Stories from the Field. Transcript) The field of instructional design and all technology is forever changing. It’s changing daily. We, as instructional designers, have the knowledge to create better and bigger ideas for the next generation to use. We have the knowledge to open new doorways to the future. The time is now to start designing, creating, implementing the future.
Whether you are serving as the Project Manager on an ID project, or working with a PM who will manage the project, what skills and competencies would you like to further develop? The skills and competencies I would like to further develop serving as the Project Manager on an ID project, or working with a PM who will manage the project is that PM’s need to lay out the projects schedule by the “project’s objectives, constraints, and assumptions; estimate span times for all activities in the project; any intermediate and final dates that must be met; and all activities or events outside the project that will affect the performance of project activities.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 171) A project manager can meet time constraints in less time by “rechecking the original span time estimates; consider using more experienced personnel; consider different strategies or technology for performing them; and consider removing activities from the critical path by doing them in parallel with one or more other critical path activities.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 172-173) Project managers have a great deal to plan out when establishing project schedules. There may be some glitches along the way, but by planning the projects schedule, there is usually some sort of way to fix and get back on track with little to no interruptions. “Developing actual project schedules requires project managers to find a combination of activities, resources, and activity performance sequences that provides the greatest chance of meeting an audience’s expectation with the least risk.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 171) The project managers need to “inform the drivers & supporters that the project has been approved & when work will start, reaffirm what the project will produce, clarify that the project’s planned results still address their needs, clarify how the supporters can help with the project, and develop specific plans for involving stakeholders throughout the project & keep them informed of progress.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 84) Everyone needs to be onboard with the project and know exactly what they have to do & follow up w/ each member on the project. Also, deadlines need to be met and on target. The line of communication needs to be open at all times.
Provide a specific example of how you will use what you’ve learned in your current job or in a job you anticipate having in the future. I do know that projects require organizing, planning, budgeting, scheduling, resources, team members, communication, progress documentation and final evaluation. According to our textbook, Project Management: Planning, scheduling, and controlling projects, “a project is a temporary endeavor undertaken to create a unique product or service. It is specific, timely, usually multidisciplinary, and always conflict ridden. Projects also vary greatly.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 2)
There are many aspects of a project:
- “Projects may be large or small.
- Projects may involve many persons or just one.
- Projects may be planned formally or informally.
- Projects may be tracked formally or informally.
- Projects may be performed for external or internal clients and customers.
- Projects may be defined by a legal contract or an informal agreement.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 2-3)
“Project management is the process of guiding a project from its beginning through its performance to its closure.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 3) Part of the project management process is planning, organizing and controlling. In order for a project to be successful; outcome, schedule, and resources are essential.
In order for a project to be defined, project managers need to know the background, scope, and strategy of the project. Project managers should have strategies and objectives laid out. A project strategy is “the general approach project mangers plan to take to perform the work necessary to achieve a project’s outcome.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 34) A project objective is “results to be achieved through the performance of a project.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 34) Project objectives include a statement, measures, and performance targets.
In addition to strategies and objectives, a project requires a Statement of Work (SOW). A SOW is a “written confirmation of what a project will produce and the terms and conditions under which the project team will perform the work.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 42) Also, a Work Breakdown Structure (WBS) is equally as important. A WBS is “an organized, detailed, and hierarchical representation of all work to be performed in a project.” (Portny, Mantel, Meredith, Shafer, Sutton, & Kramer. 2008. P. 86)
All key elements need to be incorporated in a project in order for its success. No one wants a project to fail. There are a lot of people involved in a project and all must work together. Keeping the lines of communication open are also key.
My conclusion in my course reflection is that I have learned a great deal through the provided resources, discussion boards, applications, and the solo course project. My fellow cyber-classmates were very knowledgeable and provided very interesting feedback. I can say that the adult learners I have interacted with during these past eight weeks have made me a better person and I am ready to tackle whatever comes my way.
References:
Cennamo, K., & Kalk, D. (2005). Real world instructional design. Canada: Wadsworth. Chapter 12, "The Professional Designer"
Ertmer, P., & Quinn, J. (Eds). (2007). The ID CaseBook: Case Studies in Instructional Design
(3rd Ed.). Case Study 15: Beth Owens. Upper Saddle River, NJ: Pearson Education, Inc.
Instructional Design Interactive Media. Stories from the Field. Retrieved April 26, 2013 http://mym.cdn.laureate-media.com/Walden/EIDT/6100/CH/mm/eidt6100_instructional_design.html. [transcript]
Lin, H. (2006). Instructional project management: An emerging professional practice for design and training programs. Workforce Education Forum, 33(2). Reprinted by permission of the author.
Morrison, G. R., Ross, S. M., Kalman, H. K., & Kemp, J. E. (2011). Designing effective instruction (6th ed.). Chapter 15. Hoboken, NJ: John Wiley & Sons, Inc.
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project Management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc
Russell, L. (2000). Project management for trainers. Alexandria, VA: ASTD Press.
Copyright by the American Society for Training and Development. Used by permission via the Copyright Clearance Center. Chapter 1, "Beginning the Project" (pp. 1–5 only)