Recently we ran our regular half-day workshop for researchers on “Project Management in a Nutshell”. The purpose of this workshop is to de-mystify some of the jargon which surrounds project management, and to consider some practical ideas for managing your project, be it a PhD or other research project. The discussion was very wide-ranging, so I’ll just summarise what I think were the key points:
Know who your stakeholders (the people and organisations who have some kind of interest in your project) are, and be aware of their expectations. We talked a lot about what happens when there’s conflict between the interests of different stakeholders, and between stakeholders’ expectations and how the project is actually developing. While there are no easy answers here, early recognition and honest communication are invariably key to resolving any issues.
The importance of planning. The earlier the better, but it’s never too late to start.
Project constraints. In an ideal world, we’d all have unlimited money, time, academic freedom etc. But realistically there will be some constraints, so be aware of them and plan your project accordingly
Breaking it down into manageable, measureable chunks.
Risk awareness. What might stop you from completing your project? What’s your Plan B?
Project planning tools. Most of us are (too?) familiar with the ubiquitous GANTT chart, but there are lots of other planning tools out there. We particularly talked about PERT charts, which factor in time and allow you to identify your critical task pathways. It really doesn’t matter how high or low-tech your planning tool is – a simple list on a piece of paper can be just as effective – whatever works for you.
Review progress as you go along, keep your plan updated and your stakeholders in the loop as things develop.
Most of all, be honest with yourself and your stakeholders about how the project is going.
On this final point, we talked about the fact that ‘honesty’ is socially and culturally constructed, which can be a particular challenge for international colleagues who find themselves baffled by the nuances of British work-culture. In particular, the fact that direct challenges are generally taboo and that weasel word “nice” which can mean pretty much anything. I can recommend no better reading on this subject than Kate Fox’s funny, astute book Watching the English: The Hidden Rules of English Behaviour (London: Hodder & Stoughton, 2005).
Here are the slides: